6 Reasons Your Associates Need Career and Client Development Training

  1. Law schools brag that students are taught to “think like a lawyer.” Unfortunately students are not taught to “think like a client.” As a result, young lawyers do not appreciate the business context of their legal work.
  2. Law students are taught "the law," but not taught how to to be a lawyer who helps clients.
  3. Law students are taught to speak and write, but not taught to ask good questions and actively listen. 
  4. In law school, establishing goals is easy. Most law students want to finish near the top of their class, pass the bar and get a good job. As associates, setting goals is more complicated because the potential choices are infinite. So, most associates do not have a plan for their career or for client development. Many who do have a plan do not have the discipline or commitment necessary to stay with it during “dips.”
  5. In many firms associates are told to do great work and not worry about client development. Yet, in those same firms, the path to partnership generally includes the associate’s potential to develop business, or in some cases their actual success developing business. 
  6. The learning curve for developing business and expanding relationships with clients is the about  the same no matter when the learning begins. Associates who begin learning about client development early in their careers are better prepared to be valuable partners.
In Building the Next Generation of Rainmakers article I wrote for “The Practical Lawyer,” I outlined the kind of training on client development I suggest for associates. As you will see in the article, I suggest that to the extent possible, the learning be interactive and experiential rather than just lectures. In the training, associates should learn how to prepare a Development Plan with goals, how to focus on their contacts, how to build their profile and how to build relationships.
 
I talked about many of those things in a LexBlog Client Development for Associates webinar Tuesday when I answered questions from participants. After the webinar LexBlog blogged Following up on today's webinar with Cordell Parvin: a few helpful materials. Click on the link and you will be able to download the materials.
 

What Marketing Ideas Will Work for You?

A few years ago I met with Jonathan, a lawyer I was coaching. He said: “Cordell, whatever you do, please don’t tell me I have to write or speak at industry meetings for client development.” I told Jonathan: “You can be really successful and never write one article or give one industry presentation.”

What is the point of sharing that short story with you? Each lawyer I coach is unique. They each have unique talents, goals and challenges. So do you. The point of individual coaching is one size does not fit all and my job is to help the lawyers I coach uncover their unique talents.

You may have a senior lawyer who is advising you. He may think what worked for him is exactly what will work for you. It may, but just as likely it may not.

While each lawyer I meet is unique, I believe rainmakers have certain attributes and do certain things. I wrote about it in my August column in The Practical Lawyer.

How you can best spend your time will be determined by a variety of things, including:

  • The kind of work you do
  • Your experience
  • The amount of non-billable time you have
  • Your interests and talents
  • Your personality type
  • What you want to accomplish

Some lawyers like Jonathan should be out in the community networking and/or active in the Bar. Other lawyers do not have the time or desire and would rather go home and be with their family. Some lawyers should spend time developing a social media presence and relationships. Others should spend time meeting with clients and referral sources in person. Some lawyers should spend time developing new clients. Other lawyers should spend time focusing on their existing clients. Some lawyers should market externally. Other lawyers should market internally. Some lawyers should focus on being a subject matter expert. Other lawyers should focus on being a “trusted advisor.”

If you want to build your practice, you should focus on the attributes in my article and figure out your unique talents, goals and challenges and spend your time most appropriately. Here is a practical suggestion. Take each bullet point above and write an answer. Then look at the paragraph above and use it as a starting point to think about how you can best use your time.
 

Five Esstential Keys to Successful Law Firm Leadership

My October column for The Practical Lawyer focuses on leadership and how the current economy may have changed law firms forever.

Is your law firm striving to become the best it can be? If so, my bet is your firm leader has integrity, articulates a purpose other than profits per partner, clearly has a vision for the firm’s future, makes sure the firm is acting consistently with its values and holds people accountable. These answers are fairly obvious. But, if they are so obvious why isn’t every leader doing what it takes for the firm to be successful?

1. Integrity

A law firm leader must be honest, ethical and credible. In their book Credibility: How Leaders Gain and Lose It, Why People Demand It, James Kouzes and Barry Posner reported the results of 1500 interviews with managers across the United States. When asked to identify the characteristics and attitudes they believed to be most important for effective leadership, the number one response was: integrity (leaders are truthful, are trustworthy, have character, have convictions).

2.  Purpose Beyond Profits Per Partner (the Why)

A law firm leader must be able to express the firm’s purpose. James Collins and Jerry Porras in Built to Last: Successful Habits of Visionary Companies Built to Last define purpose as “the set of fundamental reasons for a company’s existence beyond just making money.”

3.  Vision for the Future (the What)

A law firm leader must be able to express his or her vision for the firm in a way that creates excitement in the firm. Almost nothing energizes people more than feeling they are part of building something special. When President Kennedy expressed the vision that the United States would land a man on the moon by the end of the decade, people were energized and inspired.

4.  Culture and Core Values (the How)

A law firm leader must be able to both articulately express the firm's culture and core values and to make sure the firm acts consistently with those core values. In Aligning the Stars, Jay Lorsch and Tom Tierney describe culture as “a system of beliefs that members of an organization share about the goals and values that are important to them and about the behavior that is appropriate to attain those goals and live those values.”

5. Accountability (the What is Expected)

A law firm leader must clearly articulate minimum standards. Actually, “minimum” is not the best word because the standards should actually be very high. Each person should know clearly what is expected of him or her and then must be held accountable with consequences for non-performance.